# Target
Percentage of applications determined in timescales: a) major applications 13 weeks, b) minor applications 8 weeks and c) other applications 8 weeks.
# Responsible officer
Head of Planning
Aim: The Authority is inspiring, pioneering and enabling in delivering the National Park vision
Percentage of applications determined in timescales: a) major applications 13 weeks, b) minor applications 8 weeks and c) other applications 8 weeks.
Head of Planning
Actions | |
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Review, update and implement Local Enforcement Plan | |
Review, update and implement Local Enforcement Plan | Critical Success Factor Backlog plan: Record No of 'time expired' and 'non expedient cases removed and use to set 2024/25 targets Ongoing: Meet targets set from plan, monitored until plan completed |
Responsible Officer Head of Planning | |
Review and adopt updated Local Plan | |
Review and adopt updated Local Plan | Critical Success Factor Revise local plan and supplementary policies timetable by March 2024 Ongoing: New timetable established, progress monitored through to adoption |
Responsible Officer Head of Planning | |
Review, reinstate and provide pre-application advice service | |
Review, reinstate and provide pre-application advice service | Critical Success Factor Review and reinstate service and set income targets by March 2024 Ongoing: Meet fee income targets annually |
Responsible Officer Head of Planning |
Action | |
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Maintain PDNP managed footpaths to national standards | |
Maintain PDNP managed footpaths to national standards | Critical Success Factor % Rights of way easy to use, matches or exceeds national average annually |
Responsible Officer Head of Landscape & Engagement |
Maximum of 9 days per year sickness level per staff member, targets for inclusiveness and staff engagement score to be set once baseline is established in 2023/24.
Head of People Management
Actions | |
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Promote Equality and Diversity to make our working environment more inclusive | |
Promote Equality and Diversity to make our working environment more inclusive | Critical Success Factor Meet the requirements of the public sector equality duty Published in Performance & Business Plan annually |
Responsible Officer Head of People Management | |
Promote and implement Health, Safety and Wellbeing | |
Promote and implement Health, Safety and Wellbeing | Critical Success Factor Performance reviewed and annual report (Jan Programmes and Resources committee 2024) Ongoing: Performance reviewed at half year and reported annually |
Responsible Officer Head of People Management | |
Update, promote and implement our offer on how we invest in people | |
Update, promote and implement our offer on how we invest in people | Critical Success Factor Implement recruitment and retention incentives by March 2024 Investors in People 24 month assessment April 2024 and re–assessment April 2025 |
Responsible Officer Head of People Management | |
Enhance our volunteering offer | |
Enhance our volunteering offer | Critical Success Factor Volenteer Development Plan completed by March 2024 Milestones reported annually from Plan E.g. No sessions, No hours, Added value |
Responsible Officer Head of People Management |
To have a deliverable Medium Term Financial Plan and achieve value for money in all internal and external audit reports.
Finance Manager (Section 151 Officer) / Head of Resources
Actions | |
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Review and update the medium term financial plan (MTFP) | |
Review and update the medium term financial plan (MTFP) | Critical Success Factor MTFP projections used to set balanced budgets annually (Expenditure profile monitored quarterly) |
Responsible Officer Finance Manager (Section 151 Officer) / Head of Resources | |
Ensure financial processes meet public sector value for money standards/thresholds | |
Ensure financial processes meet public sector value for money standards/thresholds | Critical Success Factor Unqualified VFM opinion by the External Auditor annually |
Responsible Officer Finance Manager (Section 151 Officer) / Head of Resources | |
Set and deliver net income targets | |
Set and deliver net income targets | Critical Success Factor Annual targets or monitoring set for:
|
Responsible Officer Finance Manager (Section 151 Officer) / Head of Resources | |
Develop and submit external funding bids | |
Develop and submit external funding bids | Critical Success Factor Annual targets set for:
|
Responsible Officer Finance Manager (Section 151 Officer) / Head of Resources |
To implement and maintain the Authority’s Asset Management Plan
Head of Assets & Enterprise
Actions | |
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Visitor Centre and Cycle Hire Review | |
Visitor Centre and Cycle Hire Review | Critical Success Factor Review completed and plan put in place by July 2024 |
Responsible Officer Head of Assets & Enterprise | |
Asset enhancement projects in current year/decile | |
Asset enhancement projects in current year/decile | Critical Success Factor Projects set annually, to be completed by March 2025:
|
Responsible Officer Head of Assets & Enterprise | |
Review National Park Authority headquarters needs and aspirations | |
Review National Park Authority headquarters needs and aspirations | Critical Success Factor To be completed by March 2025:
|
Responsible Officer Head of Assets & Enterprise | |
Manage disposals and acquisitions to respond to estate plans and new opportunities | |
Manage disposals and acquisitions to respond to estate plans and new opportunities | Critical Success Factor Meet targets in Asset Management Plan (Reported to Programmes & Resources by March 2025 and annually thereafter) |
Responsible Officer Head of Assets & Enterprise | |
Warslow Moors Whole Estate Plan development | |
Warslow Moors Whole Estate Plan development | Critical Success Factor Anticipated to start in Decile 3 2024/25 (Subject to recruitment) |
Responsible Officer Head of Assets & Enterprise | |
Progress opportunities for new car parking provision | |
Progress opportunities for new car parking provision | Critical Success Factor
|
Responsible Officer Head of Assets & Enterprise |
All internal and external audits relating to governance are rated as providing substantial assurance or equivalent.
Authority Solicitor (Monitoring Officer) / Head of Resources
Actions | |
---|---|
Review our Code of Corporate Governance and produce Annual Governance Statement | |
Review our Code of Corporate Governance and produce Annual Governance Statement | Critical Success Factor Annual report by 31st May 2024 Report annually |
Responsible Officer Authority Solicitor (Monitoring Officer) / Head of Resources | |
Training and support Members to fulfil their role and make informed decisions (report annually) | |
Training and support Members to fulfil their role and make informed decisions | Critical Success Factor Report annually:
|
Responsible Officer Authority Solicitor (Monitoring Officer) / Head of Resources | |
Provide efficient and high-quality legal and governance support and guidance across the Authority including in its statutory functions | |
Provide efficient and high-quality legal and governance support and guidance across the Authority including in its statutory functions | Critical Success Factor Report annually:
|
Responsible Officer Authority Solicitor (Monitoring Officer) / Head of Resources | |
Support the governance working group to review the governance and decision making arrangements and implement changes | |
Support the governance working group to review the governance and decision making arrangements and implement changes | Critical Success Factor Change projects delivered, as per working group programme by March 2025:
|
Responsible Officer Authority Solicitor (Monitoring Officer) / Head of Resources |
IT access controls, security arrangements, performance and risk to be rated at least reasonable assurance in all Audit reports.
Head of Resources
Actions | |
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Provide high quality customer and business support for the public and across the Authority | |
Provide high quality customer and business support for the public and across the Authority | Critical Success Factor Establish customer survey programme:
|
Responsible Officer Head of Resources | |
Ensure security services and controls are fit for purpose and that all users are compliant with the measures | |
Ensure security services and controls are fit for purpose and that all users are compliant with the measures | Critical Success Factor 100% compliance (training/records/breaches) Monitored annually |
Responsible Officer Head of Resources | |
Coordinate performance and risk management of the National Park Management Plan and Authority Plan 2023-28 and develop future plans | |
Coordinate performance and risk management of the National Park Management Plan and Authority Plan 2023-28 and develop future plans | Critical Success Factor
|
Responsible Officer Head of Resources | |
Whole Organisation Communications Plan (internal to external) | |
Whole Organisation Communications Plan (internal to external) | Critical Success Factor Plan completed and programme targets established (March 25) (Monitored annually thereafter) |
Responsible Officer Head of Resources | |
Appropriately source, store, process and make information accessible | |
Appropriately source, store, process and make information accessible | Critical Success Factor Projects delivered (time/budget/outcome)
|
Responsible Officer Head of Resources |
Achieve a further 30% reduction in greenhouse gas emissions from the 2017/18 baseline.
Head of Assets & Enterprise
Actions | |
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Implement and keep up to date the Authority’s Carbon Management Plan (CMP2) | |
Implement and keep up to date the Authority’s Carbon Management Plan (CMP2) | Critical Success Factor Annual report on carbon pollution reduction and identify carbon reduction projects for 2024/25 by March 2024 New carbon reduction projects identified on an annual basis (Plan monitored annually) |
Responsible Officer Head of Resources |